
Cohesity's Johnny Karam, Mark Molyneux on raising cyber resilience among UAE employees
The UAE workforce is showing strong signs of cybersecurity readiness, outpacing their EMEA peers in areas such as threat awareness and trust in their organisations' ability to recover from attacks. That's according to new research from Cohesity, a global leader in AI-powered data security and resilience.
The survey, conducted in partnership with OnePoll, captured responses from 500 full-time UAE employees, revealing that 86 percent believe they can identify a cyber threat, and nearly 90 percent trust their employer's cyber resilience.
But the study also sheds light on lingering behavioural gaps, with some employees admitting they might delay reporting due to fear of blame or confusion about protocols. Cohesity leaders say this is the next frontier—empowering teams to not just recognise risks but confidently act on them without hesitation. With the UAE's national cybersecurity ambitions accelerating, businesses now need to focus on turning awareness into action.
Gulf Business
sat down with
Your latest research shows that while 86 per cent of UAE employees believe they can identify a cyber threat, deeper knowledge still seems lacking. What does this confidence gap reveal about current training methods, and how should organisations close it?
Johnny Karam:
The fact that 86 percent of UAE employees feel confident in identifying cyber threats is a strong reflection of the country's focus on digital awareness. This high level of awareness reflects the UAE Cybersecurity Council's long-term investment in public education, including programs for students, women in tech, and the broader community, part of a strategy stretching from 2020 to 2030.
However, our study shows that this confidence does not always translate into deeper understanding or preparedness. Many employees may recognise the signs of a potential attack but feel uncertain about what to do next. This gap reveals that current training approaches are still too focused on awareness rather than action.
To close this gap, organisations need to evolve their training methods. It is no longer enough to explain what phishing or ransomware is in theory. What works best is practical, scenario-based training that prepares employees to respond under pressure. When individuals know exactly what steps to take and feel confident doing so, they become active contributors to the organisation's defence. It is about building the confidence to act, not just the ability to identify.
One of the more striking insights is that fear of blame and confusion delays incident reporting. What steps can companies take to foster a culture of psychological safety and quick escalation in cybersecurity?
Johnny Karam:
This is one of the most human yet critical findings from our research. In the UAE, 46 percent of employees who hesitated to report a threat said it was because they feared blame or were unsure whether their concern would be taken seriously. That hesitation can be costly. In cybersecurity, delays can make the difference between containment and escalation. It's like spotting a fire in your office — no one hesitates to raise the alarm. That's the level of instinctive response we need when it comes to cybersecurity threats.
Organisations need to address this by creating a culture of psychological safety, where reporting is always encouraged and never penalised, and this is where leadership plays a vital role in reinforcing that message. Employees must feel supported, and clear reporting channels should be made visible and simple to follow. Even if an alert turns out to be a false alarm, flagging it is always the right move.
Encouraging early reporting and removing the stigma around it helps create a stronger, faster-responding organisation. It's also about cultural maturity. Just as the UAE focused early on education, the next phase is building psychological safety into company cultures, where 'see it, say it, sort it' becomes second nature.
Ransomware continues to evolve, yet your data shows that nearly one in four employees does not fully understand it. How can organisations move from theoretical awareness to scenario-based, hands-on preparedness?
Mark Molyneux:
Ransomware is no longer a rare or abstract threat. It is one of the most pressing challenges facing organisations today. The fact that 86% of employees in the UAE understand what ransomware is and how it spreads shows that awareness is extremely is extremely high, which is largely due to the UAE Cyber Security Council's approach to increasing security awareness across the Emirates.
But to reach the step of cyber-resilience, we need to move beyond surface-level awareness. Scenario-based training, such as simulated attacks and role-playing exercises, is far more effective in preparing employees to respond confidently and quickly.
In addition, organisations can benefit from expert-led incident simulations or even partnerships with external response teams, like our Cohesity Cyber Event Response Team (CERT), to build muscle memory in high-pressure scenarios.
When people are familiar with the pressure of a real-time incident, they are more likely to take the right action. Awareness is important, but preparedness is what ultimately determines whether an organisation can contain an incident or fall victim to it.
What are some examples of human-centric cybersecurity training that have worked particularly well in the UAE or broader Middle East region?
Johnny Karam:
In this region, the most effective training approaches are those that account for cultural context and local realities. We have seen companies run phishing simulations, real-time cyber escape rooms, and role-specific drills that make the training highly engaging and memorable. These methods encourage active participation and help employees internalise what to do in the face of a threat.
The strongest results come when training is localised, conducted in Arabic where relevant, aligned with regional threat trends, and inclusive of leadership participation.
When executives lead by example, it reinforces the idea that cybersecurity is everyone's responsibility. We are seeing a clear shift across sectors like banking and healthcare, where security awareness is being embedded not just as a requirement, but as a core part of organisational culture.
Cybercriminals are constantly evolving — how does Cohesity stay ahead of the curve?
Johnny Karam:
Cybersecurity is an arms race, and staying ahead takes relentless innovation. At Cohesity, we invest double the R&D of our closest competitor. That allows us to anticipate threats like AI-generated phishing and craft real-time responses, from behaviour-based access controls to early threat detection. But it's not just about tech — we work with a network of cybersecurity partners and an expert advisory board to stay on top of tomorrow's risks, today.
How do these findings align with the UAE Cybersecurity Council's broader goals, and how is Cohesity engaging with regulators or national stakeholders to support these priorities?
Johnny Karam:
The UAE Cybersecurity Council has taken decisive steps to strengthen national cyber resilience. The emphasis on public-private collaboration and secure digital transformation aligns closely with what we are seeing in the field. Our findings reflect this momentum, for example, 67 percent of UAE employees say they would report suspicious activity directly to cybersecurity teams, which is a strong indicator of engagement and awareness.
We work closely with government entities and industry stakeholders, participating in briefings, knowledge-sharing sessions, and collaborative initiatives to build operational readiness. Our AI-powered platform is aligned with the UAE's focus on proactive defence and digital trust. True resilience depends on both technology and people, and we are committed to supporting both dimensions.
With hybrid work environments and increasing digital transformation across sectors, how is Cohesity helping clients in the region build not just secure infrastructure but a more cyber-aware workforce?
Mark Molyneux:
The shift to hybrid work has broadened the attack surface for organisations, making it even more critical to adopt an integrated approach to security. At Cohesity, we not only help our clients protect data across all environments, from on-premise systems to the cloud and edge, but we also work with them to build awareness and confidence within their teams.
Our research shows that 89 percent of UAE employees trust their organisation's ability to recover from attacks, and 66 percent have received cybersecurity training in the past year. These are positive indicators. However, we aim to go further by supporting secure decision-making across every level of the organisation.
This includes simplifying processes, integrating automation where possible, and ensuring that employees have both the tools and the understanding needed to respond quickly.
Cyber resilience is not a department; it is a culture, and we help our clients embed it across their workforce.
Tell us about Cohesity's offerings.
Mark Molyneux:
Cohesity is a global leader in data security and resilience, trusted by more than 13,600 organisations worldwide, including over 85 of the Fortune 100.
Following our integration with Veritas' enterprise data protection business, we now offer one of the most comprehensive platforms available, capable of protecting, managing, and recovering data whether it is stored on-premise, in the cloud, or at the edge.
What makes us different is how we combine advanced threat detection and rapid recovery with simplicity and ease of use.
Our AI-powered solutions help organisations identify threats early, isolate incidents, and recover quickly, all while reducing complexity. In today's environment, where cyberattacks are becoming more frequent and more sophisticated, speed and reliability are essential.
But we also recognise that technology alone is not enough. That is why we work closely with our customers to build security awareness, support their teams, and align with their long-term resilience goals. Cybersecurity is ultimately about protecting people, operations, and trust, and Cohesity is here to help organisations do exactly that.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


The National
2 minutes ago
- The National
Can Somaliland's Berbera Port anchor African trade security?
While Houthi attacks in the Red Sea pose a clear and present danger to the vital trade artery and the rising port congestion in the region throws another spanner in the works, Africa needs another trade hub. Could Somaliland's port city of Berbera be the answer? Analysts and officials see it as a feasible alternative to current trading hubs in Africa such as Djibouti, and say the port city is a buffer against regional and global supply chain disruptions. Recent investments from the UK and the UAE's DP World are reflective of that view. With mounting security concerns and congestion forcing longer docking waiting time in other regional ports, the flow of investments to Berbera is rising. DP World, one of the top global port operators in the world, alone has invested more than $400 million in Berbera's expansion since 2017. The port is located near the Bab Al Mandeb strait, which connects the Red Sea to the Gulf of Aden and is a choke point for global shipping. Nearly 10 per cent of global trade, including a significant share of oil and container traffic between Europe and Asia, passes through this corridor. The significance of this part of the region cannot be understated, as it accounts for up to 12 per cent of global oil transported by sea, according to data from the International Chamber of Shipping. However, Berbera currently accounts for only about 0.06 per cent of global container traffic, so it has handling capacity to offer more to shipping lines, the engine of global trade. Ethiopia's new trade lifeline With the rise in investments, Berbera has started to relieve some pressure in the strait. It has also given landlocked Ethiopia a second maritime gateway, reducing its dependence on Djibouti and providing the country with an alternative trade route to skirt disruptions in the Red Sea. Last year, Somaliland signed an agreement to lease a 20km stretch of coastline to its neighbour, a move that caused a diplomatic row and prompted Somalia to summon the Ethiopian ambassador in protest. Mogadishu does not recognise the breakaway Somaliland, which seceded amid a civil war in 1991. 'The vision of the Somaliland government and DP World is to make Berbera a regional marine trade and industrial hub,' Supachai Wattanaveerachai, chief executive for DP World's Horn of Africa operations, told a Somaliland-UAE investment conference in June. 'We know Ethiopians need multiple gateways to connect to world trade and for us, with Somaliland, we need to provide services.' Ethiopia currently relies on Djibouti for about 90 per cent of its maritime trade, paying more than $1.5 billion a year in port and transit fees alone. Berbera could slash this cost by up to 30 per cent, according to analysts. Dean Mikkelsen, an independent maritime and logistics analyst, said Berbera is 'increasingly seen as a viable option to Djibouti, particularly amid the instability' in the Red Sea. 'Its position near Bab Al Mandeb enables direct access to one of the world's busiest shipping corridors, while remaining just out of the immediate range of Houthi attacks,' he told The National. With its structural challenges, expensive pricing and geopolitical concentration Berbera is a better option than Djibouti in terms of trade resilience, 'even with Somaliland's uncertain political status', Mr Mikkelsen said. 'Djibouti's geopolitical congestion is a result of the fact that many foreign countries operate military bases from the US, China, France, Japan, Italy and Saudi Arabia and that it is located near conflict-scarred areas such as Yemen – a complex geopolitical environment that can impede the safe flow of goods and add operational risk. Djibouti, he said, still matters, but it certainly suffers from crowding. The country's overdependence on Chinese debt to fuel growth also makes it vulnerable to sudden shifts in economic fortunes, he explained. 'Berbera's growth under DP World has brought new deepwater berths and better container capacity, offering shippers a credible alternative that reduces exposure to geopolitical risks. Ironically, it is Djibouti's own limits that are pushing the change along.' Rise in western backing and security concerns Somaliland is also deepening its strategic defence co-operation with the US, which bodes well for its prospects of growth. 'This includes collaborations with US Africa Command to enhance security in the vital shipping lanes of the Gulf of Aden,' Mr Mikkelsen said. 'Somaliland has publicly offered to host an American military base, reinforcing its position as a stable and co-operative partner in the region.' Quoting data from British International Investment Projects, he said by 2035, the Port of Berbera will enable trade equivalent to about 27 per cent of Somaliland's gross domestic product and 8 per cent of Ethiopia's GDP. The development of Berbera port is becoming 'increasingly important' in the regional trade perspective, Saeed Al Zari, group vice president for government affairs at DP World, told The National. DP World is already working on bringing new infrastructure to Somaliland, including edible oil tanks in Berbera, a move that has led to the opening of the International Finance and Food Company's edible oil plant and the soon-to-be-launched Essa Al Ghurair plant, he said. The future plans aim to improve 'the quality of edible oil available in the region, reducing the price of this essential commodity and now supplying both Ethiopia and Puntland', he said. A rise with limits However, Berbera's emergence is not without limits. Somaliland's lack of international recognition presents legal ambiguity and curbs access to funding. But investors appear to be warming to the region. 'A big investment has already been made in Somaliland,' said Abdirahman Hassan Nur, Somaliland's Minister of Trade and Tourism. 'DP World is an example. I believe many other investors are already in the pipeline.' Mr Wattanaveerachai said that when DP World took over the port, it could handle less than 100,000, but the capacity has risen to 500,000. 'Today, we have transformed the Berbera port, not just in capacity but in efficiency. All run by locals – Somaliland people,' he said. The vision of Somaliland is to develop Berbera as a hub of economic development where companies can open offices without being physically located in Berbera, he added. The UAE-Somaliland investment conference in June brought together regional stakeholders including Dubai Chambers and Al Marzooqi Group of Companies. The aim was to attract more investment and highlight Berbera's potential. 'Despite the lack of international recognition, Somaliland has demonstrated the ability to manage critical infrastructure and ensure a level of operational stability. The Somaliland Port Authority, as the governing authority of Somaliland ports, manages the interaction with the security forces responsible for security in Berbera,' Mr Al Zari said. 'Berbera is revolutionising the logistics network in the Horn of Africa and reducing the cost of importation for some of the poorest people in the world.' Analysts urge caution Carl Sykes, group managing director of Neptune P2P Group, however, cautioned against hopes of Berbera attaining total regional dominance. 'Berbera port is emerging as a viable alternative to Djibouti, but it remains modest in scale at under 500,000 twenty-foot equivalent unit annually, compared to Djibouti's multimillion-TEU capacity,' he told The National. 'While Berbera has made impressive gains in efficiency and cargo growth, it lacks the regional security guarantees enjoyed by Djibouti, which is protected by multiple international military bases.' He said Berbera had the potential to serve as a modest buffer in regional supply chains but said its affect on global supply chain shocks was 'likely to remain limited given its relatively small scale, emerging infrastructure and geopolitical sensitivities'. Mr Mikkelsen, however, argued that the second phase of Berbera Port's expansion will begin once 75 per cent of current capacity is utilised, with plans to boost throughput to 2 million TEUs annually, following DP World's completion of the first phase that increased capacity to 500,000 TEUs. 'Djibouti's restraints are forcing the push for alternatives. Berbera's location and continual improvements are meeting this need,' he said. 'At a time when supply chain resilience is a global imperative, Berbera is well-placed to be a powerful trade facilitator between Africa and the Middle East.' In addition, international recognition of the region or a stable deal with Somalia would allow Berbera to realise its full potential as a central hub for regional trade, he said.


Hi Dubai
21 minutes ago
- Hi Dubai
Emirates Named 'Best Long-Haul Airline' at Telegraph Travel Awards 2025
Emirates has been named the 'Best Long-Haul Airline' at the Telegraph Travel Awards 2025, reaffirming its status as one of the world's most preferred international carriers. The award, voted by 20,000 Telegraph Travel readers, highlights the airline's consistent excellence in long-haul travel experiences. The award was accepted on behalf of Emirates by Helen Breen, Leisure Sales Manager in the UK, at a ceremony held recently in London. This marks another milestone in the airline's growing list of global recognitions. The Dubai-based airline has now received this prestigious accolade twice in three years, having also secured the same title in 2023. The latest win reflects Emirates' continued commitment to passenger satisfaction, innovation, and premium service across its global network. Adding to its accolades, Emirates was recently named '2025's Most Recommended Global Brand' by YouGov, making it the only airline to appear in the global top 10 list. The ranking reflects strong brand loyalty and customer endorsement across international markets. In 2024, Emirates earned the title of 'World's Best Airline', ranking first among 90 global carriers in a comprehensive consumer study. The ranking considered more than 30 key criteria, including punctuality, baggage allowance, fleet age, route network, in-flight dining, and rewards programme value. With its flagship A380s, world-class lounges, multilingual crew, and award-winning entertainment system, Emirates continues to set global standards in aviation, solidifying its reputation as a leader in long-haul travel. News Source: Emirates News Agency


The National
an hour ago
- The National
Why buying an electric vehicle is a smart financial decision
Electric vehicles once represented an idea in the distant future. Today, they are taking hold and making car buyers ponder the question: how do they measure up when considering the full cost of ownership? To begin with, it's important to look at the issue through more than just the lens of innovation or sustainability. At the heart of it, it's really about value - how that value holds up over time, and what it ultimately means to individuals and families trying to make smarter, long-term choices. Upfront vs long-term costs The conventional way to compare vehicles always started with the price tag. Although that number still matters, it doesn't tell the whole story. EVs may carry a higher upfront cost in some cases, especially in premium segments, but they often flip the script on running costs. Electric vehicles are fundamentally simpler machines. They don't require oil changes, have fewer moving parts, and brake wear is reduced through regenerative systems. Add to that lower fuel bills, fewer service visits and, over time, especially for high-mileage users, the math becomes harder to ignore. That said, there are a few areas where conventional cars could still give their electric counterparts a run for their money. Refuelling, for one. Pull into any petrol station, spend five minutes filling up, and you're back on the road. Compare this to 30 to 60-minute charging sessions for EVs. Environmental benefits too aren't clear-cut. That 'zero emissions' claim rings hollow when electricity comes from coal plants, and manufacturing those battery packs creates significant environmental impact, critics may point out. However, when analysed over their full lifetime and with cleaner grids in place, EVs are without doubt far cleaner than petrol and diesel vehicles. Watch: UAE-built electric vehicles on show at Make it in the Emirates 2025 Things to consider when buying EVs Charging strategy: Charging at home or at the office offers the lowest cost per kilometre. Relying solely on fast public chargers changes the economics. Battery performance: Most brands offer eight-year battery warranties, but performance still depends on climate, driving patterns, and charging habits. After-sales ecosystem: Choosing an EV isn't just about the car. It's about the brand's ability to support you with service, spare parts, and software over the long run. Resale trajectory: Traditional cars have a predictable depreciation path. The EV resale market is still maturing, but momentum is building. Especially for models with strong brand backing and software stability. EVs front-load more of the cost. Combustion vehicles often incur more over time. The difference lies in how you plan to use your car and how long you intend to own it. The switch to EVs also marks a shift in expectations. Drivers are beginning to think in longer cycles. Ownership is less about short-term trade-ins and more about consistent performance, lower operating costs, and technology that evolves with use. That doesn't make EVs the right choice for everyone, but it does explain why more people are moving in that direction, and why the ownership model itself is being redefined. From a customer perspective, we're seeing more first-time EV owners making the switch. Not because of trends, but because they've taken the time to re-evaluate what ownership really means. The economics, the long-term value and the shift in cost dynamics are becoming clearer. When drivers look beyond the sticker price and start factoring in charging, maintenance and long-term efficiency, not to mention doing their bit for the environment, the equation changes. What once felt like a leap now feels like a logical step.